Comments for Martin Lugtonhttps://www.martinlugton.com
Digital Product and Project ManagementSat, 06 Jan 2018 21:44:00 +0000hourly1https://wordpress.org/?v=4.9.4Comment on What are the next frontiers in interaction design? by martinlugtonhttps://www.martinlugton.com/next-frontiers-interaction-design/#comment-6864
Sat, 06 Jan 2018 21:44:00 +0000http://www.martinlugton.com/?p=1701#comment-6864More related reading: https://www.economist.com/news/leaders/21733983-brain-computer-interfaces-may-change-what-it-means-be-human-using-thought-control-machines
]]>Comment on Why page load speed is important – the impact of site speed on conversions and revenue by SEOkomm 2016 Recap | SEO Konferenz in Salzburg | lunaparkhttps://www.martinlugton.com/page-load-speed-important-impact-site-speed-conversions-revenue/#comment-6863
Mon, 20 Nov 2017 12:52:58 +0000http://www.martinlugton.com/?p=524#comment-6863[…] „Every 0.1 seconds increase in load time decreases sales by 1%“ – Amazon (Quelle: http://www.martinlugton.com/page-load-speed-important-impact-site-speed-conversions-revenue/) […]
]]>Comment on What are the next frontiers in interaction design? by martinlugtonhttps://www.martinlugton.com/next-frontiers-interaction-design/#comment-6862
Sun, 19 Nov 2017 21:35:00 +0000http://www.martinlugton.com/?p=1701#comment-6862Related reading: https://www.nngroup.com/articles/voice-first/
]]>Comment on Why page load speed is important – the impact of site speed on conversions and revenue by martinlugtonhttps://www.martinlugton.com/page-load-speed-important-impact-site-speed-conversions-revenue/#comment-6856
Mon, 22 May 2017 06:41:00 +0000http://www.martinlugton.com/?p=524#comment-6856From work done by the Financial Times:

“Through a rough a series of A/B tests, we slowed the site down to see how site speed correlates to loss of engagement and revenue. Test results showed that for every one second increase in speed, our engagement score increased by 5%. In subscription and ads inventory, this translates into millions in revenue. Speed therefore became a principal element of the site.”

aligns strongly with the UK’s government transformation strategy
which pointed out that more work needed to be done on back-end operations processes

increase customer satisfaction and you’ll make more money
[graph]

“Many organizations simply take a “problem view”—treating internal processes as a cost that needs to be reduced, and looking for customer pain points that need to be eliminated. That’s a good place to start, but if it’s the only view, it misses out on the idea of creating additional customer value.”

“To create a great customer journey, you need more than great touchpoints.” [see exhibit 2]

Our research indicates that US banks as a group underperform on customer satisfaction for the two journeys that matter most: product use and problem resolution. The journeys for signing up and opening a new account also rank among the worst, often requiring customers to enter vast quantities of data and navigate numerous application forms and fields.

A successful improvement effort begins not by taking an existing portfolio and digitizing it wholesale, but by radically simplifying both the customer experience and the product or service at its heart. One telecom provider reduced its product portfolio by 80 percent before streamlining its digital experience and supporting platform. After rationalizing its offerings, eliminating some process steps, and using readily available tools to automate others, it managed to cut its sign-up time for new customers by two-thirds.

When companies rethink their customer experience, digitization allows them to work backward from what customers would like to see instead of getting bogged down in incremental improvements. This clean-sheet approach encourages greater ambition, not shaving 20 percent off the time it takes to open an account, say, but slashing it by 80 percent or more. When one major North American bank revamped its deposit-account journey, it managed to reduce the time from sign-up to working account from two weeks to less than ten minutes.

Digital innovation and user feedback provide a catalyst to simplify products and customer experience, but to capture economic value, you need to take a further step: link the new experience to underlying operational processes. That requires an understanding of two things: what creates value across a given journey from the customer’s point of view (faster cycle time, personalization, cross-channel functionality, and so on) and what drives business costs and revenues (number of manual touches, extent of customer fallout, additional product sales, and so on).

When businesses are trying to see journeys as customers see them, it can be hard to shake off a frame of mind that revolves around internal processes, structures, and KPIs. It may take a deliberate effort to stop thinking “this change might be difficult to implement” or “that cost has to be reduced” and start thinking what the customer wants instead.

digital transformations aren’t games of chance. But they do require big and bold commitments in the midst of uncertainty

Without a transformation of the core—the value proposition, people, processes, and technologies that are the lifeblood of the business—any digital initiative is likely to be a short-term fix.

We have found 24-hour hackathons with senior leaders to be a very effective way to break through old thinking and encourage executives to adopt completely new ways of doing things.

A program that will deliver the needed degree of transformation is not something CEOs can delegate; they must lead the charge themselves.

This leadership team doesn’t need to be large. In fact, it can be quite small, as long as its members, and the people working with them, have the requisite skills. At Starbucks, for example, Howard Schultz had the CIO and CDO guide a decade-long digitization effort that has driven widespread adoption of mobile payments at North American stores, tightly coupled with the company’s customer-loyalty program.8 At a European energy company, it was a COO, CMO, and CSO (chief sales officer) who led the charge.

No matter how well a transformation effort is designed, there will be surprises and unforeseen developments. To deal with this reality, the CEO and top team need to decide on governance and escalation rules to allow for inevitable course corrections.

Frequent check-ins—at least weekly—with senior leaders should be planned to gauge whether the digitization effort is on course and institute changes if it is not. That sounds like a lot, but devoting even one hour a week to a program that transforms the company is just 1 to 2 percent of a CEO’s time. The challenge is to book this time and stick to it.

the CEO needs a dashboard developed to track progress on key initiatives that reflect the ambitions of the transformation. A digital transformation is a long-term effort, and as a result, yardsticks that focus on the short term, like ROI, can be misleading. Nontraditional metrics that evaluate digital adoption, such as new registrations on digital channels or digital-engagement levels, are better gauges of the progress of a digital transformation.

The CEO and top team should act like venture capitalists by following a digital initiative’s progress closely, pulling the plug for projects that lag expectations, and investing more in those that do well.

This requires speeding up budgeting processes, which at large companies tend to follow annual cycles. During a digital transformation, budgeting should shift from annual to quarterly or even monthly cycles.

]]>Comment on Why page load speed is important – the impact of site speed on conversions and revenue by martinlugtonhttps://www.martinlugton.com/page-load-speed-important-impact-site-speed-conversions-revenue/#comment-6853
Mon, 15 May 2017 16:03:00 +0000http://www.martinlugton.com/?p=524#comment-6853From work done by the Financial Times:

“Through a rough a series of A/B tests, we slowed the site down to see how site speed correlates to loss of engagement and revenue. Test results showed that for every one second increase in speed, our engagement score increased by 5%. In subscription and ads inventory, this translates into millions in revenue. Speed therefore became a principal element of the site.”

]]>Comment on What I learnt by building a side project by Pooteringhttps://www.martinlugton.com/learnt-building-side-project/#comment-6845
Mon, 02 Jan 2017 16:54:00 +0000http://www.martinlugton.com/?p=1421#comment-6845A great advert for MOOCs! Nice work, Martin.
]]>Comment on Can I embed tweets in emails? No, because of JavaScript and iframes by Paulhttps://www.martinlugton.com/can-embed-tweets-emails-javascript-iframes/#comment-6843
Thu, 08 Dec 2016 20:00:00 +0000http://www.martinlugton.com/?p=384#comment-6843WidgMail will allow marketers to add tweets to their emails that live update each time an email is read. You can embed for a specific @user or #hashtag. Pretty cool service: https://www.widgmail.com/
]]>Comment on Design for Real Life by Martha Dibenedettohttps://www.martinlugton.com/design-real-life/#comment-6841
Thu, 29 Sep 2016 15:02:00 +0000http://www.martinlugton.com/?p=1377#comment-6841Interesting discussion , For what it’s worth if people need to fill out a IRS W-3C , my company saw a blank document here “https://goo.gl/ZSrlqt“.
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